leadership (modules 1-7)

candor

A two way street - tied to TRUST Core = honest communication

termination decisions/addressing

Addressed more late in term, but... Termination Decisions are HARD. You probably won't feel very good about it, even if it's the right thing to do. (But if it's right, you must act!) Severance Packages are NOT rewards. Don't fall into that trap!!

tips for effective coaching

Identify the Problem ahead of time Pick the right setting and timing LISTEN Stick to the problem and possible solutions Be sure you are addressing the ACTUAL problem.

expectations

-Closely tied to manager beliefs - central to the art of managing. -From CBT theories in the clinical world we know that: Beliefs -> thoughts -> emotions -> behaviors

employee recognition

-How on Earth could an employee recognition program be viewed negatively?!?!? -It's all about positive reward after all, right?

skip level meetings (from the text)

-Must set ground rules up front -Be prepared to listen intently -Explain to middle managers purpose and scope -Refrain from making decisions middle manager ought to, targeting staff, and using to fish for pre-conceived problems.

Successful recognition programs (from Langhorne)

1. Designed with extensive employee input and guidance - often run by employees (don't forget to recognize these people too!) 2. Celebrate team success publicly and individual success privately (for the most part) 3. Utilize an internal or external consultant to monitor the overall process (on-going endeavor) 4. Dynamic - always looking for ways to improve and keep interest up. Keep from getting stale.

coaching steps

1. Identify the problem: wrong technique, mental error, problem behavior, etc. Diagnosing problem is harder than you think sometimes - errant pitch may start with foot placement.. 2. Describe the problem in clear terms: Rather than this report is junk, this report needs better organization. 3. Brainstorm solutions - why is the foot placement wrong? Can it be easily fixed 4. Identify the chosen solution: Maybe provide a model - with poorly organized report agreed upon single method to organize, i.e. chronological. Must agree it is workable. 5. Monitor execution of plan - higher frequency at first, lesser later. Praise!!! Always recognize effort and incremental gains....

blanket policies/punishments

Blanket Policies / Punishments: Generally bad as author points out - much preferable to address with the bad acting employee. Should it be always avoided?? - Sexual Harassment Training at U of I - Other cases where one person illustrate gap in policy? - Perception, timing, and action all key here!

Jessica compared to bob

Compare to the Jessica who believes, as Langhorne suggests: •Employees are smart, competent people •Most people really want to do a good job •Most people know what's wrong and want to fix it (they only need be empowered / supported to do so) Play it forward using the chart a few slides previous to this one. What are the likely outcomes? What self-fulfilling prophecy has been established? Is this approach universally good or are there limits? What are the risks? Ultimately you must establish your own beliefs about your employees but give careful thought to them because the ripple effect is enormous. Also caution against "drift" that comes from the exceptions to the rule.

definitions leadership

Definitions vary even amongst really smart people How does one display a trait, behavior, skill, etc. that doesn't even have a clear definition!?!?! While leadership may not have a concise definition, fortunately the associated behaviors and skills are well defined. Contextual factors: -Leader of an army battalion vs. Leader of NFP organization vs. leader of construction crew. What are the ties that bind?

effective management - communication

Effective Communication an Obvious need for any Leader to be successful.

recognition is often too public

Embarrassing for some Can lead to resentments among those who were "nearly recognized" Perception of favoritism Consideration of what is being recognized and message sent (i.e. if only about sales) How do you recognize incremental progress this way? Probably still has a place but consider frequency and purpose. Creates Destructive Competition in a culture where team rather than individual success often matters most. -Even within team construct can be problematic - "others may be new and shiny but we are the heart and soul" comment. Whole process can become rather political: -Who decides and when -Who can nominate -Reflection of Administrative Agendas? -Ex: of resentment toward new units - consume a lot of admin time, energy, resources.

foundation of the leadership class

Everyone Benefits from training in leadership. Leadership is a set of skills and behaviors that can be learned! Know your strengths and weaknesses, leaders need not change who they are but must be genuine! Leadership is a requirement of some positions but can be displayed regardless of job or role

discipline

For most matters, your first line response is to clarify, communicate with, and coach your employee. After you have gone through a thorough process of attempting to remedy the problem, you may be rewarded with a lump of coal.... This is not good but still represents an opportunity.

clinical considerations

If you are in a mental health or other counseling setting, must also consider the impact of your professional therapeutic style on your leadership / management style: Pros and Cons regardless : Must recognize and compensate! Client Centered = Employee Centered - Great model for high performers, relationship based, extremely valuable. Biggest weakness can be lack of comfort with confrontation. CBT = more transactional style - Great for specific tasks with clear outcomes but not as great for promoting growth. Helps remediate specific problems but de-emphasizes relationships and recognition of employee emotions. Psychodynamic and some Family Approaches = Very process oriented supervision- great for empowering staff but also frustratingly ambiguous at times. Can actually leave feeling of alienation for staff who feel important decisions won't be "pinned" back on the leader responsible for them. If done right, very useful toward goal of transformational leadership.

key to avoiding traps with managers

Key to avoiding the traps is to -Monitor your own behavior and reactions! -Also very helpful if to have trusted sources for feedback: Peers of similar rank Supervisors ? Staff? Outsiders?

tips for dealing with government required training/regulation

Make it as practical as possible Must adhere to laws / rules when designing Explicitly and repeatedly connect training to workplace success and meaningful outcomes. Okay to acknowledge the mandate but must move beyond that.... --Ex: Mandatory Reporter Laws

risks

SWOT is useless if not fully considered - half measures = half results but possibly full confidence if not careful. Skip-Level can undercut the middle managers Skip- Level can also come off as condescending, dis-ingenuine if not careful. What happens when challenging employees are invited? Can / should you avoid inviting them?

value of SWOT and skip level

Staff considering broader picture has value 1. Pushes their perspective - better understanding of the challenges the agency faces. 2. Possibly less critical of higher level administration - more accurate attribution of blame. Staff feel valued - tell me you regard my opinion is okay but showing me is another thing entirely. Invites innovative ideas, opportunity for shared vision

strengths

What advantages does your organization have? What do you do better than anyone else? What unique or lowest-cost resources can you draw upon that others can't? What do people in your market see as your strengths? What factors mean that you "get the sale"? What is your organization's Unique Selling Proposition (USP)?

weaknesses

What could you improve? What should you avoid? What are people in your market likely to see as weaknesses? What factors lose you sales?

opportunities

What good opportunities can you spot? What interesting trends are you aware of? Useful opportunities can come from such things as: 1. Changes in technology and markets on both a broad and narrow scale. 2. Changes in government policy related to your field. 3. Changes in social patterns, population profiles, lifestyle changes.

threats

What obstacles do you face? What are your competitors doing? Are quality standards or specifications for your job, products or services changing? Is changing technology threatening your position? Do you have bad debt or cash-flow problems? Could any of your weaknesses seriously threaten your business?

ethics in leadership

• Diverse topic with endless avenues of discussion. • Numerous high profile examples: • Challenger Explosion (NASA failure to heed evidence of pending catastrophe) • BP oil spill (foregoing critical maintenance in lieu of profits) • Endless ponzi schemes and other corporate examples of profit above all else.

leaders

•In the workplace: -Leaders need not be overly charismatic to be effective communicators. -Must, however, be clear and give consideration to what type of communication is utilized: •E-mail •Individual Conversation •Conference call / webinar •Small group conversations •Larger units, divisions, etc - formal meeting setting. -Each has merits and drawbacks. Consider: •Is the message complex or likely to be mis-interpreted? •What is the emotional reaction you expect? •How fast must it be delivered? •What geographic limits are in place? •Do you need a written record?

expanded view

A slightly different take - more descriptive for the workplace: Learning Type Measure (purchase per test from about $15.00 each) https://aboutlearning.com/products/take-the- learning-type-measure-online/ Philosophy breaks down learning types into 4 workplace based styles

findings continued

At the time chief of police does not log crime due to "lack of evidence", Joe Paterno notified but no further investigation. Joe Paterno sought additional information days later as he was anxious to know the results. Jerry Sandusky, long time PSU coach, denied sexual activity but admitted to hugging minor in shower. Advised not to do it again... though "investigation" also revealed that Sandusky reported essentially the same story as the child and admitted he had done the same with other children in the past. Administration concluded the matter was past them, Sandusky conveyed plans to retire from coaching after another year and focus on youth outreach program. Joe Paterno, despite knowing about and being concerned about the allegations offered Sandusky to remain on staff as long as he wanted. 1999 - PSU agree to retirement settlement that allows him to use PSU facilities and have official connection to promote his youth outreach program - despite knowledge of alleged sexual encounter. Sandusky granted emeritus rank with school, contrary to usual practice. Sandusky sexually assaults Victim 4 at team hotel while hosting child for Alamo Bowl trip. November 2000, Janitor observes sexual assault by Sandusky in campus shower but feared termination if reported as University known to "close ranks around football program". February 2001, Graduate Assistant Mike McQueary witnesses assault by Sandusky of Victim 2 in campus shower - reported it to Joe Paterno who acknowledged McQueary was right in reporting it and that he'd handle the proper course of action from there. Next day, Paterno reports incident to AD and President who consult with outside legal council about reporting suspected child abuse. (suggests recognized severity of incident) Almost TWO weeks later, decide best course of action is to notify the chair of the youth outreach program, report to department of welfare, and advise Sandusky to not bring kids to the facility any longer. After consulting with Joe Paterno, administration changed their plans to telling Sandusky there is a problem they are worried about and offering professional help. If he is cooperative and tells the outreach program they won't report to authorities but otherwise they will. Also ban him from bringing guests to the University. All agree this is acceptable . Note that it is "a more humane way" to deal with the deal and can always report later if need be. Almost a full month later meet with chair of outreach program who conclude the incident was a non issue. No further action taken. 6 months after concluding they had taken the humane course of action, Sandusky assaulted Victim 5 in the shower on PSU campus. Reporter Sara Ganim of the Patriot-News learned of allegations in 2009 where a child was assaulted by Sandusky who had been volunteering as an assistant High School football coach. She followed the story carefully, corroborating as much as possible in her own investigation over approximately 24 months. She broke news of a grand jury investigation into allegations of Sandusky on March 31, 2011 - an article that led to a Pulitzer prize. January 2011 - three months before made public, Paterno and PSU administration testify before grand jury. PSU board of trustees had never been briefed of any matter involving Sandusky and were advised by President they could not be informed even after news of the Grand Jury investigation. School president says they are merely on the periphery of the matter and not something the board should worry about. October 29, 2011 Sandusky attends home football game at PSU as guest in the Nittany Lion Club seating area. November 7, 2011 Pennsylvania State Police Commissioner announced charges against Sandusky (sexual charges), Shultz and Curley (lying to Grand Jury). November 9, 2011 Board of Trustees fire the President (others implicated had quit already) and fire Joe Paterno for knowingly keeping a child molester on his staff and doing nothing to protect the victims. Approximately 1000 Students protest and riot in the streets over the firing of Joe Paterno. Despite flipping over a news van, and causing other damage, no arrests made.

common course of career development

Diligent Employee Diverse Skills Recognition for technical ability False presumption of actual leadership ability upon promotion!

ethical behavior

Ethical Behavior is PROFITABLE to the bottom line! Your ethics as a leader affect staff happiness - staff happiness affect how they treat your customers. What companies do you refuse to do business with? Why? There's nothing worse as a customer than feeling cheated by a company - that they failed to behave ethically. Cell phone companies Car dealerships Wal-Mart? Target? Why does the Better Business Bureau exist? Does / should it matter? Ex. of local plumber vs. regional / BBB ranked.

30 second review

Explored differences between Management and Leadership. Preliminary discussion of management skills Expanding further - additional skills for effective managers.

360 feedback

Feedback from all levels - most comprehensive assessment modality available. Expensive Time Consuming Highly valuable information can be obtained.

course general structure

Online / Distance Education Only Discussion activity every week, a high standard... Written Assignments Experiential Activities Exams

profitability of ethical behavior

Per Langhorne: Personally Profitable Integrity = self esteem = many positive consequences. (If nothing else, behave such that you sleep well at night!) Behaving ethically allows you to remain honest with yourself - stay grounded, realistic, and maintain healthy perspective. (Cognitive Dissonance will occur otherwise - either your behavior will go or your beliefs will and behaviors usually win) Interpersonally Profitable Ethical behavior = foundation for trust. Absent trust, what kinds of relationships do you have? (Clue - as a rule, people with Borderline Personality Disorder..) Say / Do ratio: Maintain high level of action on promises you make!

skip level meetings

-Used by Higher level managers -Key element is to LISTEN - get DIRECT feedback from line staff -Higher level managers meeting with staff of their managers - skipping a level in the table of organization.

coaching vs top down conflict resolution

1. top down: leader dictates solution coaching: collaborative solution impact: risk staff resentment vs staff buy in 2. top down: leader knows all coaching: value recent, front line experience impact: if leader is right all is good. if not... 3. top down: faster, concise anser coaching: takes time, sometimes fight to get clarity impact: is fast but wrong useful? 4. top down: tried and true "old school" coaching: "new age" impact: generational and cultural considerations 5. top down: conveys authority coaching: conveys mutual respect impact: improved morale? 6. top down: buck stops here coaching: buck stops with us impact: shifting risk??

continued strife on campus and off

A Half Century Later: Spanier has sued PSU Spanier has sued Freeh Paterno family suing the NCAA, including former assistant Jay Paterno Original NCAA sanctions were partially repealed, with promises to devote money and time to preventing sexual assault. Unclear to what extent this has occurred - presumably has but some outward indications are less clear. Still source of controversy on campus with some adamantly defending PSU, essentially demanding at times there was no systemic issue, and others acknowledging widespread wrong doing. Jay Paterno actually elected to PSU board of directors. Allegations made in court in 2016 that Paterno knew of Sandusky abusing boys as early as 1976, and another claim emerged as far back as 1971. https://www.cnn.com/2016/05/06/us/penn-state-paterno-sandusky/ Following the allegation the president of the school publicly complained about the university being a victim of these allegations and the 24/7 news cycle. http://www.philly.com/philly/blogs/attytood/5-years-into-Sanduskygate-Penn-State-has- learned-nothing-Zilch-Nada.html PSU assessed the largest fine in history of the Clery Act, for failing to report crimes on campus (2.4m) Former PSU Athletic Director Curley and former PSU Vice President Schultz zplea to misdemeanor criminal offenses in lieu of facing trial for felony charges Former PSU President Spanier convicted on misdemeanor charges and gets jail time of 4-12 months, with 2 years probation. Curley given 7-23 mos jail time and two years probation, Schultz receives 6-23 mos jail and two years probation. https://www.cnn.com/2013/10/28/us/penn-state-scandal-fast-facts/index.html PSU reportedly did enact 115 recommended changes and has implemented training programs related to detection and reporting of child sexual abuse. Confirmed by independent monitors Unclear if underlying dynamics that allowed this to occur have sufficiently been addressed - harder to measure but suggestions exist maybe not. More on this in part 2. Evidences exists there is quite a bit of division over the scandal, to the point it has fractured the board of trustees and even influenced state elections.. https://www.washingtonpost.com/graphics/2017/sports/penn-state-six-years-after-sandusky- scandal/?utm_term=.a34890bff7d6

SWOT

Strengths Weaknesses Opportunities Threats

integrity

• High Say / Do ratio - must be trustworthy to follow through with what you promise. • Have to be willing to be wrong • Staff must feel supported, in their terms you "have their back" • Treat other s with respect, take high road. • ETHICAL

ethical culture

• One key to developing an ethical culture is to understand different ethical types. • Recognize people conceptualize ethical problems differently • Come to understand different ways of communicating based on differences. • Work by Louie Larimer, J.D. Provides model of different ethical types that can emerge.

7 tips to maximize evaluations

#1 Preparation is key: Meaningful conversation, shows investment in staff. #2 Consider the logistics for the discussion: Timing, location - free of distractions, power dynamic? #3 Open with the agenda: scope of conversation, what it means for the employee. #4 Encourage candid discussion: Basis for identifying areas to grow and how to do it! #5 Give praise and credit where it is due: Daily work may not provide it otherwise... # 6 D on't shy away from dealing with issues: They aren't going to get better on their own! "Bad news doesn't age well" (Langhorne) # 7 Don't close the review until you're both on the same page: The whole point is to help the employee see what is going well. Isn't, and to identify any beneficial changes!!

values of ethical managers

(From Langhorne): At the root of most ethical behavior is general concept of respect. Respect is not earned, rather is given and reciprocated (over time, if nothing else). 6 Main components to ethical conduct (per Langhorne p.75) 1. Obey the Law 2. Tell the Truth 3. Show Respect for People 4. First, do no harm 5. Practice participation not paternalism (top down action) 6. Always act when you have the responsibility to do so.

the take

After earnest attempts at Intervening with a poor performer: Troubled employees often find remedy, or at least signs of progress: Refine if necessary, reap rewards if you find gold! Troublesome employees remain an unresolved matter to deal with. Stick to specific behaviors Proceed with progressive discipline. You drew a lump of coal but it is still a g ift - you now know who you are dealing with and what has to be done.

benefits of developing leadership skills

Better employee NOW! Better positioned for promotion (if you want it!) Happier!!! Well rounded Position to maximize value to community!

shifting the monkey

Book by Todd Whitaker High expectations for bad performers = key DO NOT compensate for bad performers by giving more work to good staff. Treat "As IF" their work will be done Monitor progress Genuine confusion when they don't perform - keep burden on them to get it done... Eventually puts bad performer in a box, all the while protecting good staff and building credibility

learning styles traditional model

Breaks Down Learning styles into Visual, Auditory and Tactile. Very easy to comprehend Useful http://www.educationplanner.org/students/self- assessments/learning-styles-quiz.shtml Check out the above link -take 5 minutes for the self test. Knowing how you learn best is extremely important but also critical to know how your staff learn! Consider: How would you shape your meeting differently if your staff are 80% tactile learners!?!?

case law and weingarten rule

Case Law that Pertains to employee discipline: Weingarten Rule: If employees are in a union they are permitted right to have a union representative present any time a meeting with an employer may result in discipline. Employer must notify employee the meeting could lead to discipline. If non-union but a public / state employee, may have right for non-union peer to be present.

discipline

Caveat about limits.. Discipline = to teach. Not to punish!! Discipline comes after coaching, performance appraisal, and other mechanisms. Chronic problems that persist or serious mis- conduct that warrants stronger action. When possible, use progressive discipline - do not jump to severe punishment. Least severe punishment to teach the employee. Sometimes not possible or warranted - i.e. employee theft may = immediate termination.

varying models of coaching

Consider how a coach addresses performance in an athletic setting- Same applies!!! Specific steps vary but some common themes- might be somewhat mechanical at first but you'll develop your own approach using a close variant of these steps.. 1. Identify the problem: wrong technique, mental error, problem behavior, etc. Diagnosing problem is harder than you think sometimes - errant pitch may start with foot placement.. 2. Describe the problem in clear terms: Rather than this report is junk, this report needs better organization. 3. Brainstorm solutions - why is the foot placement wrong? Can it be easily fixed 4. Identify the chosen solution: Maybe provide a model - with poorly organized report agreed upon single method to organize, i.e. chronological. Must agree it is workable. 5. Monitor execution of plan - higher frequency at first, lesser later. Praise!!! Always recognize effort and incremental gains....

ethics in closing

Consider how the PSU situation would have been different if leaders had followed Langhorne's advice (also commented on in supplemental materials) Give careful consideration to how you will build protective factors to prevent ethical drift. Avoid the trap of assuming you'll never be involved in a bad ethical situation. Being ethical is far more than simply deciding to "not do bad stuff"

type 1

Discussion Based Learner Highly collaborative Works closely with others to learn and solve problems Strives for balance and agreement amongst peers May value on the job training but possibly not for traditional reasons of learning by doing - perhaps more learning by relating.. Probably values mentorship quite a bit; late in career likely to recall relationships as most important in their development. Tends to focus on the "why" of a problem to understand it better.

employees with attitude

Entitlement Attitude Retired on Duty (ROD) Burnout Bully Confusion about chain of command Often have historical roots- one unit with the pervasive "need to heal" MADE WORSE by ineffective management... It can't be ignored, it can't be assuaged. Conversely, can't outwardly ignore the past.. High level leaders might get away with it but managers do so at their own peril!

troubled employees

Essentially good people, from the middle tier, but some barrier or issue is leading them to suffer. Can look like troublesome employee, must look at whole picture and history. Peers can sometimes give some insight.. Can become very valuable employees if handled right - chance to gain credibility, trust, respect. Example of Bill.

ethical issues overall

Ethical Decisions are not always easy - they happen in the midst of complex dynamics and pressures. It is easy to rationalize the wrong decision and feel it is correct. If you find yourself making decisions you would not want in the media, there may be a problem. (not that most would volunteer to have their tough decisions made public!) If you feel your decision needs to be kept secret, particularly within your own agency, something may be wrong. Cultivate a culture where people can bring tough information to you and where they can disagree - without this you may not consider the most ethical options to a situation. Even if personal morals are compromised (no one is immune) always remember that it is far better to have a problem with one person than it is the entire culture / system. They could have isolated and removed the "Sandusky problem" in 1998, or possibly much sooner - the program would have had a black eye but history would remember them for the courage to do the right thing. It is easy to piously say "I'd never let that happen".. It's so obviously wrong they can't imagine ever being complicit ins such a thing. This belief is wholly inadequate for preventing ethical drift. You MUST be proactive in developing protective factors. A very simple gut check about a decision is to ask yourself: Can I sleep well with this decision? Have I taken careful measures to identify all possible victims and attempted to protect them first and foremost? Does it take more than a minute to explain why my decision was the ethical one? Have I taken in feedback from everyone I possibly can on this, including people who might have different ideas? What would someone completely unrelated to the situation and from a different part of the country conclude about the quality of your decision? ("alien test" concept)

example of recent interaction between friend and her boss

Example of recent interaction between friend and her boss: Angry about missing too much time (2 PTO days in 3 months) Angry about "all these trainings" the employee was doing (the leader had this all in e-mail but admittedly did not read them) Angry the employee wasn't transparent about PTO for personal medical situation (2 nd in charge okayed publicly vague explanation for missed day) Provided "support" by bringing the situation to the employee and talking to her about it. Told her to fix it and do PR. Common Theme = supervisor's anger. "The single most important trait of a good leader is the ability to regulate one's emotions" John Eggers Backstory: Leader had bad interaction with outside administrator levying pointed complaints about other employees in district. Complained straight to regional heads (big bosses). Though employee being "coached" was not source of complaint, took brunt of supervisors anger.

not enough to have an open door policy

First, if you say you have an ODP, you must mean it! Second, it is not enough to have an ODP! The best managers make rounds often! The best managers also often get handed the most work - making it hard to perpetuate good habits! Ex. of Lowell Good management and leadership is often done 10-15 min at a time...

CNN video jerry sudusky crimes what did penn state officials know?

Former PSU President Spanier convicted on misdemeanor charges and gets jail time of 4-12 months, with 2 years probation. Curley given 7-23 mos jail time and two years probation, Schultz receives 6-23 mos jail and two years probation. https://www.cnn.com/2013/10/28/us/penn-state-scandal-fast-facts/index.html PSU reportedly did enact 115 recommended changes and has implemented training programs related to detection and reporting of child sexual abuse. Confirmed by independent monitors Unclear if underlying dynamics that allowed this to occur have sufficiently been addressed - harder to measure but suggestions exist maybe not. More on this in part 2. Evidences exists there is quite a bit of division over the scandal, to the point it has fractured the board of trustees and even influenced state elections.. https://www.washingtonpost.com/graphics/2017/sports/penn-state-six-years-after-sandusky- scandal/?utm_term=.a34890bff7d6

sample of most ethical companies

From: http://www.worldsmostethicalcompanies.com/honorees/ 3M Aflac All State John Deere Dunn and Bradstreet Dell GE Hilton Kellog Principal Financial Rockwell Automation

garity/loudermill

Garrity: Case law that protects employees from self-incrimination in criminal court during a work- related investigative proceeding. Anything they say cannot be used against them in criminal case (other evidence from investigation may). Loudermill: Stipulates that a hearing must be done (Loudermill hearing) prior to termination. Employee notified termination is being recommended and given last chance to clarify or mitigate. May also apply to demotions or pay cuts.

performance assessment

Ideally not an event but a way of life: Quarterly, bi-annual, or annual reviews have value - structured feedback. Employees ought not be surprised by content of formal reviews. Goal = give feedback often enough that employees always know where they stand! Be as specific as possible: i.e. "Performance is adequate rather than exemplary with regard to professionalism as Jane is frequently late to work" In this example, Jane's tardiness should not be a surprise as an area of concern to her. From the "demerit" an action plan with additional specifics should be devised. Give the employee the opportunity to meaningfully engage in the evaluation! Okay to give them a copy of the evaluation to fill out ahead of time - compare notes during the evaluation meeting then. Still the managers duty to create the final evaluation! Consider meeting prior to the evaluation process - talk about concerns, areas they are doing well in, etc. Pushes toward more frequent feedback! * Biggest fear for most staff is to be blindsided by a bad evaluation - to be doing their job poorly and not know it!!

tiered concept

In theory, in most work environments: Top Tier: 15-20% are self-driven, stellar employees with resiliency to burnout and want success for all, including self. 60-65% are competent employees who can go either way - can excel or can be sucked downward. 15-20% are CAVE people and very resistant to change. Poor performers, bad attitudes, often hostile toward authority. The impressionable middle = most useful place for supervisory efforts. If you win the middle, up to 85% of your workforce is high performing!! Win-Win: The bottom tier will either be isolated and improve or remain isolated and impotent to affect others = undesirable work environment for slackers!

type 2

Information rules the day for this type of learner: Given a complex problem, prefers to sort it out by themselves first. High focus on data and information. Emphasis on seeking information from experts - not for sake of relationship though (unlike Type 1) but as a mechanism to learn the "core truth" about a problem. May be more of a visual learner but not necessarily. Wants to see how information is valid - will think critically about quality of information received vs. blindly accepting. Understands complicated question by carefully defining what is the problem. Personal example of how this unfolded with my twins

the dark side

Langhorne correctly notes performance evaluations should NOT be used as progressive discipline - they are for giving feedback, nothing else. In reality they sometimes get abused or misused! Labor organizations LOVE to use "history of glowing performance evaluations" in the event an employee breaks a substantial rule. Because both discipline and performance evaluation have goal of improving performance, lines can get blurry. Most commonly, supervisor has not done good job of giving on-going feedback thus feels they cannot be overly critical on evaluation - easy road = give good marks - contributes to issues with the first point... Even with best possible feedback scenario, some people will take offense to seeing it in writing. Morale issues Staff working to undercut Staff working only to achieve specified metrics - example of contacts reports. Possibility of bogus grievances / accusations of bullying.. Also have to consider personal / psychological aspects and issues.

troublesome employees

Langhorne describes well - must differentiate between troubled and troublesome employees. Troublesome= Angry, Cynical, Disruptive, Often Disliked, Sometimes Bullies, Contributes to Toxic environment. Duck responsibility. Must be dealt with - "they aren't going to fire themselves"

dont shoot the messenger

Leader / manager must have courage Ex of New District Director LISTEN INTENTLY Don't promise what you can't deliver Manage your emotional reactions Consider Historical Influences - some have been punished for honesty.

highlight of key findings

Leadership (President) discouraged discussion and dissent. Lack of proper training - allowed football program to "opt out" of training on relevant laws. Motivated by fear of bad press Sandusky Sexually Assaulted Victim 6 on campus in shower in 1998 - mother reported to campus police who investigated but investigation stalled: Communication in administration at that point minimized allegation as "at best inappropriate @ worst sexual improprieties" (p.20) but acknowledged it could be indicative of a larger problem.

type 4

Learns via Self Discovery through interactions with others. Enjoys new endeavors and change Future oriented, frequently explores the what if of a new endeavor. May irritate others - can bog down in hypotheticals! Loves to consider multiple view points Action oriented but only to an extent - can be prone to partial steps only to go back and change later - very deliberate in discovering what works best and learning from it.

ethical drift is real and very dangerous

Most people have a strong ethical orientation at the start of their career. Most people intend to be ethical and really believe they will. Many people have professional ethical codes to adhere to, and we all have laws that must be followed. Yet, these same people often end up committing ethical violations.. WHY? 1) Quite often a matter of many small compromises adding up. 2) It can be easy to rationalize why the wrong thing is actually the correct thing to do (i.e. protection of greater good) 3) Certain warning signs are easy to ignore, or fail to recognize Not excuse making - these men were absolutely wrong in their decisions. There is no excuse. Consider the cultural context in which decisions were made.. Joe Paterno already legend - statue erected years prior to prove it. Immense pressure to preserve "clean" image of PSU football. Pressure not just internal - external and central to pride and values throughout region. Proof of Joe Pa's status remains in legions of supporters who refuse to acknowledge his wrongdoing. Joe Pa supporters remain in prominent positions and in large numbers. His replacement, Bill O'Brien, despite far exceeding performance expectations and earning national coach of year, resigned in large part due to interference from Joe Pa supporters critical of decisions he was making contrary to their view of what Joe would have wanted.

warning signs

No employee, regardless of title, accomplishment, or performance should ever raise above reproach. Humans are prone to error and no one person should ever become more important than the organization. Joe Pa's deity status in the region afforded him great latitude to behave improperly and to genuinely feel like he was doing the right thing. He was too smart, too powerful, too wise for his own good. Though Joe Pa and his defenders later downplayed his influence, claiming he was "just a coach", there were many prior examples of his far reaching power both within this investigation and in other contexts.. Loyalty to employees is extremely important but MUST ALWAYS have limits. The same must apply for trust. The administration, including Joe Paterno, were more concerned about protecting Jerry Sandusky's rights and reputation than doing the right thing (reporting the suspected abuse that was later confirmed by conviction). Is a delicate balance but they conveniently erred on side of protecting the predator. Administration allowed themselves to go back on a more suitable plan after talking to Joe Paterno - trusted his judgment too readily (though it helps that his call was a convenient one) Transparency increases the likelihood of "getting it right". If at any point you would not your decisions made public (i.e. in the press) you are probably doing the WRONG thing! Freeh Report noted there was a culture set by the PSU President that did not promote disagreement or discussion. Janitorial staff feared termination if they reported observed abuse - this kind of fear usually comes from examples of others being punished for open discourse. In discussions of what to do, administration acknowledged it would be bad if it came to press they did nothing about the allegations.

managerial failure

Per Langhorne: Tied closely to ethics, second only to interpersonal skills (technical competence least associated with success though is usually the basis for promotion). Four Most Common causes for failure: Misuse of Power - application of power affects morale greatly, also creates scenarios where people are "untouchable" and can't be questioned. Inappropriate Emotional Behavior - "stress makes people stupid" emotional reasoning is often flawed and emotional behavior can be abusive. Both run counter to solid ethical conduct and are toxic for the workplace. Escalation of Commitment- failure to acknowledge wrongdoing, rather fall into trap that more commitment to the cause is needed to make it successful.. Personal agenda, bias, etc. takes precedent over best interest of the agency = unethical territory. Diffusion of Authority- managers blaming administration for decisions they disagree with. While transparency makes sense, there's a time to keep quiet or you'll undermine administration with your staff which hurts the agency. (Easy to do!) Best course of action - explain reasoning behind admin decision and leave it at that...

freeh report

Published by Louis Freeh of Freeh, Sporkin & Sulllivan, July 12, 2012 Louis Freeh, among other things, former federal judge. Hired by PSU board of trustees to provide comprehensive, independent investigation. Controversial nature of findings speak to the enormity of how complex dynamics are when making ethical decisions; decisions are never made in a vacuum! Investigation included: Over 430 interviews Review of 3.5million documents, e-mails, and other electronic transmissions Coordination with law enforcement Establishment of a toll free hotline for anonymous tips Other reviews of university policies, etc. Approximately 7 months in duration Resulted in comprehensive findings to board of trustees and was basis for NCAA infractions. Joe Paterno and others central to investigation refused to cooperate for fear of incrimination. "The most saddening finding by the Special Investigative Counsel is the total and consistent disregard by the most senior leaders at Penn State for the safety and welfare of Sandusky's child victims"; "Four of the most powerful people at The Pennsylvania State University - President Graham B. Spanier, Athletic Director Timothy M. Curley, and Head Football Coach Joseph V. Patterno - failed to protect against a child sexual predator harming children for over a decade" (p.14, Freeh Report) "They exhibited a striking lack of empathy for Sandusky's victims..." (p. 14, Freeh Report)

meetings

Serve two, sometimes competing purposes: 1. Socialization amongst staff members 2. Getting business done! Elements of both are helpful - being too rigid can be a grind but ultimately have to get the job done. Recognize team dynamics, create times for "strategic socialization" - retreats, holiday events, periodic potlucks, etc. Don't over do it though!

type 3

Tends to seek information through coaching . Likely to value on the job training because it is hands-on. Learns by doing Likes to be coached in the sense of "tell me what to do, now leave me alone to let me try it". Tends to be very practically oriented Seeks to know the how of a challenge is solved. Action oriented! Programs like NIATx may suit this type of learner best - series of fast cycle "mini experiments" that emphasize action. ( http://www.niatx.net/Home/Home.aspx )

discipline

The goal is not to punish - it is to modify the problematic conduct. Progressive discipline starts over after a period of time has passed or if new conduct problems are unrelated to past disciplinary action. At each stage, the employee is presumed innocent - incumbent on employers to have proof of misconduct that violates rules or clear expectations.

wrapping up

The publishers of the Learning Type Measure articulate very well that people do not necessarily adopt one type only. Varying proportions are the norm. Many useful tools and charts available to help illustrate and expound on these concepts - help promote insight about yourself and others. Similar to traditional learning types but more geared to workplace - value as a leader is significant. You can deduce some of this by observation but there is value in staff discovering their type as well; they will come to self- select for certain types of tasks based on process involved and match of Strengths and Weaknesses..

how to invest your time

Top Tier: High performers, if you give them too much of their time can actually be offensive- good to stay out of their way. Support them! Middle Tier: More hands-on, monitor morale, guide, coach, lead. Relationships very important. Bottom Tier: Give attention to extent necessary but no further, try to structure so it is on your terms. Stay specific, measurable, and monitor. Delicate balance - Relationship building might backfire...

penn state events

Unlike many other examples, not really profit based Extreme, systemic failure of leadership Substantial Human suffering secondary to egos and compromised decision ethical decision making. *As you probably know, some details are disturbing...

progressive discipline

Verbal Warning - NOT a coaching session. Letter of Expectation Written Warning Short term suspension without pay (1-3 days +/ -) Medium term suspension Long term suspension (i.e. 8-15 days) Termination (subject of different conversation that will include info on investigations) At each step: Identify the problematic behavior or performance issue. Identify why the issue is significant to their work (Important - if it is an arbitrary rule with no bearing on work it may not be enforceable). Identify expected changes - employee can have some input but at this point largely a directive not a discussion. DOCUMENT!!! Good place for follow up e-mail summarizing, provide deadline for them to contact if any questions.

intervening

When coaching fails (see text p.33): Re-examine the problem. Explore cause of the problem Decide who is involved in decisions about employee (how serious is it? Who can help? EAP?) You dictate when and where to address it - never publicly! Disengage ASAP if troublesome employee tries to get you hooked. Discuss options to solve the problem.

problems with coaching approach

Wrong Employee targeted Employees are not there to be vented at Nothing learned from the "coaching" beyond reminder the leader will sometimes behave in a hostile way without basis. Decreased trust. If you are the employee: Tactfully seek clarification (my friend didn't so much..) Sometimes have to "roll with it" Keep in mind if it isn't about you, it isn't about you. Try to consider bigger picture. There is a line where this can constitute abuse / creation of hostile workforce. Consider this very carefully but there may be a time where you have to be assertive and use grievance / legal recourse.

beyond your own introspection

You MUST create a culture of transparency to preserve ethical decision making. (this doesn't mean share everything with everyone, of course) It's critical to remain open to feedback from those around you, especially subordinates, and to actively seek opposing views. Outside consultation can be a very wise investment at times, but be certain you aren't paying someone to confirm a bad idea. Training is good but knowledge isn't enough. The majority of unethical conduct comes not from failure to know better, rather it is from compromised decision making due to a confluence of influences. Habitually good self-care matters and is a behavioral protective factor.

egoism

" I LOVE ME SOME ME!!!" • Behave in best interest of yourself. • Ethical behavior = that which promotes your interest. • No real consideration for others... • Not uncommon in some entrepreneurial situations - basis for free market.. • Plenty of examples in professional athletics but also not uncommon in some business settings (basis for housing crisis?) • Some pressures can exist to promote this - others profit off of yours, become invested in continuation of the gravy train..

management vs leadership

" Managers do things right, Leaders do the right thing" -Peter Drucker -As with defining leadership, many opinions on difference between Management and Leadership -Important to recognize that both are important and essential to functioning of an organization. Even high level leaders occasionally have to manage...

gratitude

"Courtesy is the lubricant that makes organizations work" (Peter Drucker, referenced on p.19 of text) Convey gratitude in actions as much as words. Must be Genuine Careful the hidden message you send with it - i.e. only showing gratitude for top level employees, only at times where actions lead to "good press" for agency, etc.

specific warning flags of bad managers

(Per Langhorne Text) -Sarcasm -Not Listening / ignoring -Sniping (talking about rather than to someone) -Blanket policies / punishments due to transgressions of one -Breaking Confidence -Asking Decision when one's been made or topic is trivial -Failure to explain why -Writing Policy to solve a problem (rather than to guide behavior) -Coming to meetings late -Distracted During Meetings (multi-task, side talking) -Inappropriate use of e-mail*

giving feedback

*Bumps up against lessons on Communication - will address communication in depth later in semester! Per Langhorne: Choose location and time carefully never negative in public! (day of week, consideration of whose office, office set up, etc. also important ) Be specific about the behavior or situation being discussed. Explain importance of behavior for outcomes in direct terms (i.e. impact of harsh phone demeanor on clients calling in) Monitor your tone / demeanor - goal is to HELP the staff person; calm, casual conversation. Keep in mind you are trying to foster a meaningful relationship!!! other helpful tips: Do it often - need not be an event!!!! Be honest! Stay positive as much as possible - note the good stuff as it occurs. Good to recognize good with bad but don't patronize - must stay genuine... Feedback style depends on individual and personality (Ex of agent and poorly organized report) The less you know someone the more careful you need to be.. Consider format of feedback - some lend well to e-mail or other mechanism Consider source of feedback / recognition - I have had administration deliver praise on occasion.....

managing knowledge workers

-Defined by Peter Drucker in 1945: -Employees who work primarily with information - mental rather than manual. -Important differentiation - Consider management styles and means of motivating for 1.Concrete Laborer 2. Short Order Cook 3. Analyst -Represents a seismic shift: "old school" •Tell staff what to do •Manage by fear •Very behavioral and outcome oriented •"Evolved" members of this group might utilize "Stick and Carrot Method" to motivate. •Motivation is almost entirely Extrinsic- provided by the boss. •No real focus on employee development, only productivity.

leadership vs management

-Difficult to separate Leadership from Management but some value in separating the unique skills. Some differences: - The manager administers; the leader innovates. - The manager is a copy; the leader is an original. - The manager maintains; the leader develops. - The manager focuses on systems and structure; the leader focuses on people. - The manager relies on control; the leader inspires trust. - The manager has a short-range view; the leader has a long-range perspective. - The manager asks how and when; the leader asks what and why. - The manager has his or her eye always on the bottom line; the leader's eye is on the horizon. - The manager imitates; the leader originates. - The manager accepts the status quo; the leader challenges it. - The manager is the classic good soldier; the leader is his or her own person. - The manager does things right; the leader does the right thing. Perhaps there was a time when the calling of the manager and that of the leader

manager bob believes

-Employees are inherently lazy -Employees are not trustworthy and will steal if allowed -He is the only competent individual in the unit -Employees simply do not care about the bigger picture. Bob's thoughts likely to stem from beliefs: -I have to watch these people closely -I have to make sure they stay on track -If I don't manage this closely it's likely to fall apart. Bob's emotions likely to stem from thoughts: -Anger / Frustration -Perhaps sense of pride (from overcoming adversity) -Paranoia / anxiety -Possibly Arrogance All of these emotional states are likely to impair judgment! Bob's Managerial Behaviors: •Micromanage •Maybe approach staff with hostile attitude •Detached / arrogant •Emotionally volatile - entire burden for success or failure is on his shoulders. Impact of Bob's Behavior on his staff: •Dislike of Bob •Feel disrespected, poorly treated •Likely to eventually act as he expects them to - self fulfilling prophecy Though unhealthy in many respects, managers like this are often accountable and can have desirable traits in some work environments. As with nearly all unhealthy patterns, at some level there is an adaptive element..

traits of a modern manager

1. Follow from the Front: must get "in the muck" to understand and remove barriers for staff. Ultimate show of support and improves efficacy. 2. Understand Technology: not necessarily an expert but need to understand when capacities improve and how it may be leveraged to the workplace. 3. Lead By Example: Show the way, demonstrate the growth you want to see in your staff. 4. Embrace Vulnerability: Can't be the "know it all" without eventually being exposed, might as well be genuine and earn respect. Plus it's honest and opens up to innovation. If you are already perfect you can't really do #3 because growth isn't possible! 5. Belief in Sharing: Transparency. If information is power, why limit the people you rely on to get the job done?

3 main applications for predictors of managerial success

1. Personal development / setting stage for promotion 2. Wisely picking managers to work for you 3. Targeted development for your future managers

what do you do with it?

1. Very important to recognize types and match with tasks. • Where would you want someone high on Egoism to work? • Executive Team? • Sales Floor? • Middle Management? 2. Recognize strengths and weaknesses of each ethical type. 3. Understand your type and S+W 4. Tap into strengths of different models based on situation: e.g. if you are high on dentology but there are no clear rules for the situation, maybe turn to trusted staff who are higher on existentialism. 5. Bottom Line- remember Langhorne's important point - ethical behavior is profitable - it benefits all on multiple levels!

important traits

Ability to embrace and handle conflict. • Ability to stay calm under pressure • Ability to have "tough" conversations in a respectful way • Ability to think multi-dimensionally - see the macro and micro picture, find solutions for both. • Ability to influence leaders "above" them

warren bennis

Articulated Four Major Areas for Leaders to manage: • Attention (where they focus their energy) • Meaning (are employees engaged and take pride in work?) • Trust • Self (Perhaps most important!)

asking for input

Asking for input on trivial matters or when decision is made: This will demean staff - being patronized is a very disrespectful experience! However, staff sometimes perceive a decision has been made (i.e. promotion decisions) and definitions of trivial vary. Must illustrate importance and openness! Not Explaining Why: Bottom line, this takes time and is a barrier to taking action ! Can "waste" a lot of time navigating bureaucracy, also fertile ground for CAVE People and No-No's.

jim collins

Author of Book "Good to Great", identifies 5 key processes high level leaders consistently use: 1. Understand the Zeitgeist (Sort of sum of all parts, taking into account all factors to "hit the mark") - deep understanding of the task and factors that influence it. 2. Create Purpose - define goals and a strategy, have the guts to stick with it. Answers aren't easy and perfect answers rarely exist. There will be opposition! 3. Determine Stakeholders - look internal and external, ex. of new treatment program. 4. Engage Stakeholders - Invite their feedback, must have it to accomplish #1 .. Many other benefits as well.. 5. Use the purpose - the strategy- to see process to it's end. Hard work!!

management

Author of the text states that management is getting people to do things for you. -In my experience (increasingly common): Management requires both traditional management skills and leadership abilities. -Intermediary between staff and administration. -Must build spheres of influence "above" and "below" your grade. -Administration provides parameters for a vision but management "fills in the blanks" then executes the vision. -Old days of leaders setting course for managers to follow becoming less common - leaner admin staffs, different philosophies of leadership.

skip level meetings

Be careful how you select staff to participate. Consider time, location, and approach Can be a big time investment Helps prevent drift - ex. of new deputy director. Balance need listen with structure Must keep emotions in check, not get defensive, be careful of message sent... a chance to show your personality good or bad! Humility helpful!

communication and integrity

Communication gets harder with each "rung" you step up. Why? The power differential .. People put far more emphasis on each word you say. Ex. Employee who completely changed project design based on unrelated comment I made about fidelity to research. Not apples to apples but she interpreted it that way quite literally. Never underestimate the impact of communication through actions. People also take note of where you spend the most time in general. If they are most important, why are you in your office all day long!?!? Integrity: See previous conversations about Ethics. Recall Say / Do ratio. Remember that trust is not granted blindly -staff will constantly evaluate credibility and integrity. Compromised integrity = biggest threat to leader and thus organization....people will watch closely!!

principle based leadership vs characteristic based

Countless lists exist of what characteristics make for a great leader. Examples include: • Honest • Loyal • Charismatic • Inspiring • Visionary • Risk-take / Courageous • Caring • Wise • And On, and On, and On • As Langhorne notes - this person does not exist! No leader can achieve true deity status, which would be required to achieve all characteristics on the countless lists. 3 Key Principles to Strive For: 1. Competence - Industry Knowledge 2. Communication / People Skills 3. Integrity

real life example

District "Retreats" About 12 staff interacting with Director (could also work with any assistant director or other higher management) 6-8 hours Monthly All staff met with Director Started off "engineering" groups for balance. Structured with quick read book and SWOT. Answers noted but confidential

candor continued

EFFECTIVE LEADERS AND MANAGERS CANNOT, REPEAT CANNOT , AVOID CONFLICT!!! Separate emotion from conflict as much as possible. Conflict = opportunity for greater understanding and performance. Avoid it and growth / evolution is DENIED. Must be humble and strategic. Stick to the process. Coaching is a great framework for conflict resolution:

ehtical type indicators and 6 ethical types

ETI - useful tool (have to purchase) for determining which ethical types are most prominent for each individual. • Egoism • Utilitarianism • Existentialism • Divine Command • Dentology • Conformism

effective managers

Effective managers will ultimately have beliefs that allow them to feel secure without being a "know it all" and permit them the flexibility to LISTEN! -"Try never to be the smartest person in the room. And if you are, I suggest you invite smarter people ... or find a different room". Michael Dell -The greatest compliment that was ever paid to me was when someone asked me what I thought, and attended to my answer." -Henry David Thoreau

in house training programs

Engage the audience! -Before, During, After Clearly ID who the target audience is.. Proper space, time, location, amenities -When is it wise to spring for a change of pace? Credibility and Skill of Instructor Internal vs. External - pros and cons... -Understanding the business -Relevance -New Voice -Cost

positive feedback

Essential for success: -Feels Good -Useful information that a particular behavior is desirable. Behavioral Psychologists operate extensively using principles based in positive feedback - shape, modify, and re-enforce some behaviors while letting the "bad" ones go extinct. Plus, nearly all employees rate it as important. Has implications for perceived organizational support.

ineffective managers

Ineffective Managers are: -Secretive -Punitive -Unpredictable From Experience: Every single staff person I've ever worked with has said "whatever you do, don't micromanage me!" -Also want to be supported / "have my back"! why would managers do such a thing? -Lack of Trust in Staff -Lack of Time -EGO!!! -Insecure (environmental factors from administration?) -Misguided / Lacking Training -Personality Style -Mental Illness -Experience of past hostility toward mgr.

profits examples

John Deere: In excess of 1 billion (despite spotty ag market in recent years) Allstate: In excess of 3 billion annually Kellog Company: 1.946 billion annually

multiple roles

Managers fill many important roles: Leaders may set the overall vision but managers are the connective tissue that makes it all possible. In some ways, everything to everyone. Problem Solver Performance Appraiser Confidant for Staff Confidant for Administration Counselor / Therapist (not literally per se) Facilities Manager Intermediary between clients and staff Disciplinarian Liability mitigation specialist

E-learning conundrum

Many Agencies do not do an exceptionally good job of providing in-person training... how do they pull off e-training? Must still achieve Elements of: -Audience Engagement -Meaningful to actual work they do. -Check for Comprehension -Create opportunity for Application -Targeted Follow up.

clinical complications

May also have added hat of clinical supervisor: Expectation of clinical supervisor is to work with supervisee on a personal level to the extent it affects the clinical work - further pushes boundaries. Also an expectation for advocacy to some extent - investment in supervisee development. Same supervisee often also someone supervisor has to formally evaluate and discipline - possibly affecting work status, income, promotion, etc. Once upon a time clinical and administrative supervisors were separate people. Exceedingly rare to have this luxury any more. * This content is optional; if you do not intend to work in a clinical environment you may skip this and the next slide. It will not appear on any test.

multi tasking and email offenses

Multi-Tasking, Side Talking, etc. during meetings: Barriers = responsible for more than the staff in front of you. Can have crises elsewhere unfold, etc. the value and curse of technology!!!!! E-mail Offenses: Biggest complaint is e-mailing = impersonal -takes a while to do and lacks many important interpersonal elements. BUT, permanent record of important instructions has tremendous value later..... - Respecting Generational Differences!!!

E-learning

Must also work to promote integrity of process / testing (no cheaters!) Benefits also a draw back: -Self Guided -Self Paced -Universal application throughout department -Can be over-utilized due to cost savings... -Difficulty assessing value / quality

excuses or exceptions

Not Listening / Ignoring: Barriers - lack of time, also some cases where it might be appropriate to ignore ? - CAVE People?? Concept of "Bottom 10%" Sniping: Are there times where it is useful to illicit help of peers to address a problem with one employee? Good employees are leaders and sometimes form mentor type roles amongst themselves.

leadership definition

Peter Drucker: "The only definition of a leader is someone who has followers." Warren Bennis: "Leadership is the capacity to translate vision into reality." Bill Gates: "As we look ahead into the next century, leaders will be those who empower others." John Maxwell: "Leadership is influence - nothing more, nothing less." Kevin Kruse: "Leadership is a process of social influence, which maximizes the efforts of others, towards the achievement of a goal." Rob Metzger: "Leadership is the ability to change the behavior of others". A leader is best when people barely know he exists, when his work is done, his aim fulfilled, they will say: we did it ourselves. —Lao Tzu Before you are a leader, success is all about growing yourself. When you become a leader, success is all about growing others. —Jack Welch -A leader is a dealer in hope. —Napoleon Bonaparte -A leader is one who knows the way, goes the way, and shows the way. —John Maxwell -To command is to serve, nothing more and nothing less. —Andre Malraux -I start with the premise that the function of leadership is to produce more leaders, not more followers. —Ralph Nader

how to you like to be recognized for good work?

Publicly? In Private? By your peers? Direct from your customers? By your boss? How formal vs. how often? Money??

emotional intelligence

Requires: • Awareness of own emotional reactions as well as reactions of others. Starts with introspection. • Ability to manage your own emotions, provide guidance and example for others to do the same. • Ability to build motivation in others, focus on employee growth.

tips for a good meeting

Strategy before Meeting: Identify purpose / goals Identify agenda items Identify key players to achieve goal Ensure time and location work for key players Convey strategy prior to meeting Set specific timeframe - start and end, stick to your timeframes!!! Avoid the goldfish phenomenon. BE ON-TIME - do the math on wasted resources when one person is late!!! Also respectful.. Conversation may start off broad but push for specifics and action steps no later than half way through the timeframe. Agree upon action steps, follow up, responsibilities, and schedule benchmark dates.

professional fallout

The impact on victims is largely immeasurable could easily be the topic of an entire course. For now, let's look at the fallout for the professionals and the organization involved in this: "Legendary" Coach fired amidst scandal, statute memorializing him taken down (which remains a controversial matter) Approximately 250 million in settlements, fees, PR costs, attorney fees, cost of investigations, NCAA fines, and other costs to PSU (including 12 million defamation suit won by Mike McQueary). Unknown what the impact has been to Athletic Department revenues or student enrollment rates.

where does it go wrong? (from Langhorne)

Too Often comes from Top Down: Employee recognition needs to be meaningful and should not be condescending. --Difference between meaningful praise and patting a dog on the head....

in house training programs

Training is Central to Employee Performance! Key = how to make training translate into workplace behaviors. Ex. Of "Successful Failure" with MI From Langhorne: -Executives Convey and Model Importance of particular training endeavor. -"EBP" (evidence based practice): follow through with what you say, not just lip service to make us look good. Tailor the training to the agency as much as possible: -Ex. Of ALICE: a model for emergency situation, agency for training, practice for many different scenarios Meaningful feedback about quality of training -Surveys? -Group Discussion? -Preferred Method of Langhorne - targeted follow up "sensing session"

breaking confidence

Trust is extremely important! DO NOT be a gossip!!!! However, there are limits at times to confidential talks: - Sometimes it must go up the "food chain" - Sometimes you need help reaching someone. How you do it, why you do it, and who you disclose to are all really important... And it still might backfire!!!!

practical tip

When you first start supervising someone, even if you have a prior relationship: -ASK how they like to be recognized: -Public vs. Private -Frequent / small appreciation vs. reserved for bigger occasions. -Written vs. Verbal -If private, who to share with? Also consider handwritten letter - send to home? Be Creative! Like Feedback should be a routine practice as much as possible. An extension of basic courtesy of saying thank you!

writing a policy to solve a problem

Writing a policy to solve a problem: Similar to widespread policy for action of one - sometimes can't be avoided. Policy is ideally a flexible guide for behavior than list of do / don't. Coming to Meetings Late: Barriers - Multiple demands, tight schedules, etc. Supervisors, Managers, Leaders all called upon to do more with less- must prioritize!

Many Aspiring Leaders are Guilty of Red Flag Behavior at some Point....

You should be saying something to the affect of "well yeah, of course those are bad things to do!" Not as clear cut as you might think... -Sarcasm: Mean spirited = bad, "tearing of flesh" as the author states. Difference between mean spirited and humorous / victimless? Might be in perception of recipient... Also driven by need to vent - sarcasm directed outward doesn't help either!!! Ex. Community partner with bad reputation - profit driven at expense of your clients etc.

common theme

common theme = supervisors anger "The single most important trait of a good leader is the ability to regulate one's emotions" John Eggers Backstory: Leader had bad interaction with outside administrator levying pointed complaints about other employees in district. Complained straight to regional heads (big bosses). Though employee being "coached" was not source of complaint, took brunt of supervisors anger.

interconnected and interdependent

top- leader middle- manager bottom- front line worker

ultimate goal of ethics

• Creation of an ethical culture: • People who want to do the ethical thing • People who do the ethical thing • Expectation all will behave ethically and intolerance of unethical conduct.

conformism

• Decisions based on what peers expect • As such, very worried about what others think - will likely spent a lot of time seeking precedent on tough matters. • At times will bend in personal belief to conform with majority peer group. • Can take long time to reach a decision - sometimes beneficial and others not. • Decision making process can become burdensome. • Peer group could be wrong (PSU example)

divine command

• Decisions framed in religious / philosophical teachings. • Highly rooted in ones' faith, interpretation of bible or other spiritual books. • Behavior dictated by religious principles. • Can offer clarity in challenging times. • Can create difficulty in some dynamics- i.e. people with diverse beliefs, limits of how openly can reference religious principles in some settings. • Consider the prospect of testifying that you chose an action that proved unwise based on a biblical verse... • Separation of church and state can have a role as well. • Discrimination law suits can be based on religion - workplace limitations if not careful.

utilitarianism

• Ethical behavior = behaviors that provide greatest good for greatest number of people. • Unlike Egoism, high focus on needs of others • May cause sacrifice of small group for "greater good" - readily justifiable in their view. • Example: An administrator running a meals on wheels program for elderly faces a budget crisis. They serve a diverse region with clients in both rural and urban locations. 80% live in the urban area and are easier to serve due to density. The remaining 20 % have less access to services across the board, including access to affordable food, but cost a lot of money and time to bring food. Utilitarianism approach = Cut service to the rural group, they are the minority and have the benefit of representing big cost savings to better serve the majority.

self awareness

• Increasingly recognized as important in leaders • Probably dovetails with finding that about 2/3 of CEO's are introverts - people prone to introspection. • Core of this is: need to stay true to yourself. • You may need to modify your behavior at times but have to be genuine. • Langhorne provides some questions on p.97 to promote introspection. • Build time for reflection into your day. • Commute • Over Breakfast • In Shower • Other time? • Should be routine, helps compartmentalize professional life . • Other ways to increase self-awareness: • Feedback from others • Co-workers • Supervisors • Friends • Significant Other / Spouse • Test your interpretation against that of others • Give thought to how your past impacts present day interactions and behaviors. • A case can be made for therapy - many very successful people have or actively do engage in therapy. • Confidential • Unbiased • Inherent value in you being taken care of .

managerial success

• Increasingly, Managers are called upon to do more and more- to serve as leaders as well as managers. • Identification and promotion of managers is quite challenging and ought take into consideration the factors noted by Langhorne: Competence Integrity People Skills Emotional Intelligence

existentialism

• Less concerned with precise consequence of decision - act in accordance with inner voice / values, sense of right and wrong. • Emphasize good process of decision making vs. actual outcome. • Some may be willing to accept the consequences of a "bad" decision if made for the right reason. • Downside- have to consider possible consequences of your decisions, bad decisions do still affect others, can be overly simplistic at times and exclude important considerations.

people skills

• Relationships are key, but have to be the right type of relationship as well. • Friendly but not too friendly. Sociability vs. people skills are different things, type of relationship is required. Must manage boundaries carefully. • People skills, in context of management, refers to ability to make decisions as close to the field as possible. Ability to understand, communicate, problem solve, etc. • Serves as information broker and demonstrates people skills by anticipating the info they need, delivering it on time.

dentology

• Rule followers! • Focus heavily on legal duty /obligation, goal = meet minimum requirements set by others. (Remember ex of superintendent and bussing?) • Predictable, typically do no harm, rarely see extreme behavior - conservative approach. • A bit too rigid at times - not always a rule or law in existence to provide direction.

a different take on ethics

• The Williams Institute ( http://www.ethics- twi.org/Public/Home/index.cfm ) wisely identifies ethical orientation as a developmental process as well as something that reflects individual styles. • " Ethics is, ultimately, about people and relationships, and taking personal responsibility for the choices we make. This is the foundation of TWI's approach to education and training. It unlocks the transformative potential of ethical awareness and behavior. Ethics is far more than following policies and conduct codes—it is about having the will to do what is right that comes from within, connecting with the ethical essence in each of us " (see website cited above)

notion of principal based vs characteristic based

• The notion of principle based leadership vs. characteristic based is important; simply not feasible to develop all characteristics prescribed by various authors - and wouldn't be genuine. • The power differential element of leadership is really hard to get used to at first but you better recognize it and learn to use it wisely! It does not matter if you perceive the power differential; most employees will!

principles of leadership

• Universal truth - an organization is only as good as it's leader. Even the best organization will wither with poor leadership.. • "Perhaps the best definition of Leadership is the wise use of Power" Langhorne, p. 85 • Reconciling the power inherent with leadership is quite challenging - provided you are approaching leadership the right way for the right reason. • New Leaders MUST recognize the power that comes with the position. Almost always underestimate this.. Ex. of staff making "crazy" inferences... • Cannot deny the power differential that exists - you will end up abusing the power if you do.. • The power differential must be embraced and utilized wisely.. • One of the most challenging aspects of being in power is getting staff to be honest with you.. Must avoid living the Emperor with no clothes parable. (Conversely, as an employee, tactful honesty is the best gift you can give to your boss) (P. 86 of Beyond Luck) Best leaders create work environment where : 1. People feel significant 2. Learning and competence matter 3. People are part of a community 4. Work-life is exciting How does application of power permit or create barriers to these?

competence

• Usually the reason people get promoted, but technical competence isn't enough! • Manager needs to be technically competent and ready to take on a new role leading their staff. • Occasionally, managers won't have the requisite technical knowledge - not ideal, but can work short term if situation is right. (easier in some respects for higher level leadership absent technical knowledge).

competence

• With Management technical knowledge is very important, not always true in leadership. • Must be able to see whole picture - micro level knowledge and macro. • Understanding of industry as a whole becomes quite important. • Involvement in large trade organizations can be extremely helpful here but are costly and come under scrutiny in some fields... • Being an avid reader really helps too - amazing what one can pick up on simply from the newspaper.. All sorts of print, even fiction, can be informative and push your perspective..

engagement in decision making

•Both a cause and effect of respectful communication Per Langhorne, 4 basic types of decision making: 1. Authoritarian - "Old school"; top down decision making with little input from anyone else. -Advantages = fast, decisive, clear accountability. -Disadvantages = only good if the decision is right, staff will come to resent in many instances. 2. Authoritative - "Teacher" model; leader still makes the decision but explains the rationale as to why -Still pretty quick resolution -Staff more receptive to this in most instances, feel clued in. -Probably best with non-professional or semi-skilled staff. 3. Consensual: Consensus building - talk about the problem until there is a universally agreed upon conclusion. -Great with staff in certain situations- ultimate buy-in, shared responsibility. -Commonly necessary with highly skilled and professional workers - good not only for morale but decision making often improved as a result. -Downside - SLOW; can't always gather staff in same time / place easily, getting true consensus can be really difficult. What happens if you can't reach agreement? Progress can become quite stagnated... 4. Consultative Decision Making: •A great Balance! As Langhorne states, staff want leaders to make decisions but want to be consulted first. •Set parameters for the inquiry, seek staff expertise, integrate it into decision making process. •Must LISTEN CAREFULLY. •Regard staff as a consultant, must be willing to hear honest feedback (non-defensively) •May not integrate all feedback but must show willingness to incorporate feedback from staff - otherwise it is merely patronizing. •Decisions can be made quickly still but allows for buy-in.

effective communication

•Effective communication that addresses these three domains: •Improves employee skill •Gives sense of meaning (and remember, we largely define ourselves by our work) •Can increase morale. •Breaks down culture of secrecy, gives hope of success and personal / professional growth. •Everyone pulling in same direction. Ex. Of shared meaning: Factory workers at aerospace companies after 9/11 producing fighter jets. Overall dynamic created willingness up and down line but leaders still had to harness and ensure everyone knew their part.

communication

•It is impossible to communicate everything to everyone. Some staff seem like they always want to know more and are offended by the notion there are things they might not be told.... -As a leader, it is imperative you get the right information to the right people - this may not always make staff happy but it does establish some boundaries and does ensure staff have the information / power they need to succeed. -Per Langhorne main categories of information to focus on: 1)As much info as possible about their jobs 2)Info about how their job fits into the work process / outcomes 3)Where does their part of the workflow fit in the big picture?

decision making best one?

•Just Depends.... •Who are you leading? Unskilled workers, skilled, professional, executives? •What is the objective? Simple vs. Complex? Systematic or isolated scope? •How fast must the decision be made? •What are the possible ramifications? Affect staff in dramatic way? Limited possible impact? Ripple effect in professional manner vs. personal? (eg decisions about holiday hours) •End of day.... Must be able to apply different types of decision making strategies. Won't always get it correct; however, with careful consideration can be appropriately flexible.

respectful and consistent communication

•Keep your feelings in check! •Create a culture where staff can learn from mistakes rather than seek out and punish mistakes. •Please and Thank you go a long way - whenever possible, ask staff before telling them they must... •If possible, get staff input before big decisions. •Consistency is extremely important - staff will inevitably adapt if they know what to expect - unpredictability = anxiety, dysfunction, and inefficiency (true in nearly every situation, not just work!). •Consistency in message also important - ex. of conversations with staff about audit report. Cannot massage, shade, or hedge conversation one staff to next = manipulation which is demeaning and insulting ( you will get caught !!!)

"new school"

•May not be appropriate for some worker types - Old School Still has merit! •For "knowledge workers" is far preferable •Influence comes from trust •Emphasis on employee development •Emphasis on teamwork and connectedness •Motivation becomes intrinsic rather than extrinsic •Shared organizational goals •Individual Responsibility and communication

"old school"

•Tell staff what to do •Manage by fear •Very behavioral and outcome oriented •"Evolved" members of this group might utilize "Stick and Carrot Method" to motivate. •Motivation is almost entirely Extrinsic- provided by the boss. •No real focus on employee development, only productivity.